CITY MANAGER MISSION STATEMENT: DEPARTMENT ORGANIZATION B-1

Transcription

1 CITY MANAGER MISSION STATEMENT: To provide overall direction in the administration of City programs, develop policy in accordance with the City Council's direction, and maintain an open, positive relationship with the community. DEPARTMENT ORGANIZATION CITY MANAGER ADMINISTRATION INFORMATION SYSTEMS RISK MANAGEMENT CABLE TELEVISION There are no organizational changes budgeted for FY B1

2 CITY MANAGER DEPARTMENT OBJECTIVES AND IMPLEMENTATION STRATEGIES AND RELATED PERFORMANCE MEASURES 1. ISD will manage the implementation of fiber optic networks, for deployment of high bandwidth telecommunications services to City facilities. Negotiate agreements with Santa Monica College and Santa MonicaMalibu Unified School District for joint use of fiber optic cable and related telecommunications systems. Access public facilities served by the fiber optic network and plan community computing programs. Select vendor for the installation of fiber optic switching equipment. Specify, purchase, install and configure fiber optic switching equipment. The City has implemented a fiber optic network to connect City Hall and City Yards. The City continues to conduct franchise discussion for a fiber INet to connect City, Santa Monica College and Santa MonicaMalibu Unified School District facilities by using fiber optic cable and provide bandwidth necessary to implement and support use of the latest voice, data and video technologies. Performance Measures: Achieve connection of hub sites, including Fairview Library by June 30, 2003.

3 CITY MANAGER DEPARTMENT OBJECTIVES AND IMPLEMENTATION STRATEGIES AND RELATED PERFORMANCE MEASURES 2. ISD will evaluate and if feasible, implement voice over IP (VOIP) telephony technology to enhance telecommunications systems and services for City operations. Identify and assess City's network and telecommunication systems best serviced with a voice over IP network solution. Develop plan for implementing voice over IP solutions to improve services. Evaluate, select and implement new voice over IP technologies to improve telecommunication services. Negotiate voice over IP technology solution agreements for cost savings in voice over IP services and equipment maintenance. Monitor and measure voice over IP solution implementations and make adjustments to maximize customer service and satisfaction. The Information Systems Division will focus on the implementation, if feasible, of voice over IP technology to enhance telephone services and reduce costs. Performance Measures: Enhanced telephone systems performance and functionality; cost savings due to technology upgrades and negotiated service agreements; and increased service effectiveness to customers by June 30, B3

4 CITY MANAGER DEPARTMENT OBJECTIVES AND IMPLEMENTATION STRATEGIES AND RELATED PERFORMANCE MEASURES 3. City TV will implement election programming to inform and educate viewers. Produce Meet the Candidates programs for the City Council and the School Board (Target Date: 10/02). Cover League of Women Voters candidates forums (Target Date: 10/02). Produce and air live interactive candidates forum (Target Date: 10/02). Produce and air an issues forum (Target Date: 10/02). Provide timely election night results (Target Date: 11/02). Offering election programming will educate Santa Monica voters and encourage participation in local elections. B4

5 CITY MANAGER FINANCIAL TREND AND SIGNIFICANT PROGRAM CHANGES GENERAL FUND Expenditures $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Fiscal Year Projected The decrease in FY was due to accrued benefits paid in FY to the retiring City Manager. The increase in FY is primarily due to the full year impact of the addition of 1.0 FTE Systems AnalystPermitting Systems position, the transfer of 2.0 FTE System Analyst positions from the Police Department and retaining a consultant to address accessibility requirements in web design and navigational tools. The decrease in FY is due to a reduction in funding and an elimination of 0.7 FTE position due to City fiscal constraints. The decrease amount is partially offset by full year funding of 2.0 FTE Systems Analyst positions added in FY and the transfer of 1.0 FTE position from the Library. NOTE: Fringe benefit estimates are included in total expenditures.

6 CITY MANAGER FINANCIAL TREND AND SIGNIFICANT PROGRAM CHANGES CABLE COMMUNICATIONS FUND Expenditures $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $ Projected Fiscal Year Increase in FY is due to electionyear programming. The increase in FY is primarily due to addition of funds for closed captioning services. The decrease in FY is due to the elimination of onetime funds added in FY to complete transactions begun in FY and a reduction in funding due to City fiscal constraints. The amount reflects electionyear programming costs. NOTE: Fringe benefit estimates are included in total expenditures.

7 CITY MANAGER FINANCIAL TREND AND SIGNIFICANT PROGRAM CHANGES WORKERS' COMPENSATION SELFINSURANCE FUND: RISK MANAGEMENT DIVISION OPERATING COSTS $1,200,000 $1,000,000 Expenditures $800,000 $600,000 $400,000 $200,000 $ Projected Fiscal Year Increase in FY was due to partial year addition of selfadministered Workers' Compensation program. Increase in FY is due to full year of operating costs for the selfadministered program and addition of 1.0 FTE Workers' Compensation Claims Examiner position. The increase in FY is due to MOUrelated salary adjustments, partially offset by the elimination of onetime funds added in FY to complete transactions begun in FY NOTE: Fringe benefit estimates are included in total expenditures.

8 Department Summary VARIOUS FUNDS EXPENDITURE CATEGORIES DIVISION Direct Costs: Administration $ 1,077,943 $ 1,036,268 $ 1,102,789 $ 1,033,564 Information Systems 2,505,185 2,486,766 2,885,870 2,864,000 Cable Television 680, , , ,510 Risk Management 688, ,856 1,112,418 1,114,100 Subtotal Department 4,951,707 5,189,664 5,918,659 5,825,174 Fringe Benefits (estimate)* 490, , , ,300 Total Department $ 5,442,007 $ 5,675,164 $ 6,495,259 $ 6,488,474 MAJOR ACCOUNT GROUPS BY FUND General Fund Salaries and Wages $ 2,633,188 $ 2,846,701 $ 3,171,659 $ 3,242,114 Supplies and Expenses 949, , , ,450 Capital Outlay Subtotal 3,583,128 3,523,034 3,988,659 3,897,564 Fringe Benefits* 490, , , ,300 Subtotal $ 4,073,428 $ 4,008,534 $ 4,565,259 $ 4,560,864 Cable Communications Fund Salaries and Wages $ 465,327 $ 523,229 $ 574,982 $ 572,700 Supplies and Expenses 214, , , ,810 Capital Outlay 0 0 3,500 0 Subtotal $ 680,270 $ 772,774 $ 817,582 $ 813,510 Workers' Compensation SelfInsurance Fund Salaries and Wages $ 601,821 $ 686,699 $ 913,036 $ 942,100 Supplies and Expenses 73, , , ,800 Capital Outlay 13,409 19,130 11,000 5,200 Subtotal $ 688,309 $ 893,856 $ 1,112,418 $ 1,114,100 *Fringe benefits for General Fund Divisions only.

9 Department Summary VARIOUS FUNDS EXPENDITURE CATEGORIES Total All Funds Salaries and Wages $ 3,700,336 $ 4,056,629 $ 4,659,677 $ 4,756,914 Supplies and Expenses 1,237,216 1,113,390 1,244,482 1,063,060 Capital Outlay 14,155 19,645 14,500 5,200 Fringe Benefits* 490, , , ,300 Total Department $ 5,442,007 $ 5,675,164 $ 6,495,259 $ 6,488,474 *Fringe benefits for General Fund Divisions only PERSONNEL (FULLTIME EQUIVALENTS) BY FUND General Fund PERMANENT POSITIONS OVERTIME TEMPORARY Subtotal Cable Communications Fund PERMANENT POSITIONS OVERTIME TEMPORARY Subtotal Workers' Compensation SelfInsurance Fund PERMANENT POSITIONS OVERTIME TEMPORARY Subtotal

10 Department Summary VARIOUS FUNDS PERSONNEL (FULLTIME EQUIVALENTS) BY FUND (continued) Total All Funds PERMANENT POSITIONS OVERTIME TEMPORARY Total Department GENERAL FUND FINANCING FROM NONTAX SOURCES General Fund $ 4,073,428 $ 4,008,534 $ 4,565,259 $ 4,560,864 Less: Program Revenues and Reimbursements: Sale of GIS Maps $ $ 36 $ 200 $ 200 Show Phones 6,012 7,987 3,000 3,000 Telephone Commissions 190, , , ,000 GIS Analyst Reimbursement 78,700 81,000 83,000 93,100 Subtotal $ 275,358 $ 261,605 $ 226,200 $ 236,300 Balance Required from General Fund $ 3,798,070 $ 3,746,929 $ 4,339,059 $ 4,324,564

11 202 ADMINISTRATION 01 GENERAL FUND DIVISION DESCRIPTION The City Manager's Office provides overall guidance to all City operating departments and is responsible for the administration of City programs to insure the delivery of high quality services in an efficient and costeffective manner. This includes providing opportunities for organizational development of City staff, oversight of major Cityinitiated projects, outreach to and involvement with community members on issues of local concern, direction of the annual budget process and coordination of City Council agendas. PERSONNEL (FULLTIME EQUIVALENTS) PERMANENT POSITIONS City Manager Assistant City Manager Assistant to the City Manager Communications Coordinator City Manager Office Administrator Publications Manager Community Relations Specialist Staff Assistant III Administrative Staff Assistant Staff Assistant II Subtotal OVERTIME TEMPORARY Subtotal Total Division

12 223 INFORMATION SYSTEMS 01 GENERAL FUND DIVISION DESCRIPTION The Information Systems Division provides support and advisory services for all City automated information and communication systems. The Division provides planning, design and programming for the enhancement of existing systems as well as for the development, procurement and implementation of new systems. The Information Systems Division has developed and now supports a local and wide area network with 63 servers that provide 49 major software applications to 1,440 computer users via 1,050 computers and 385 printers. The Division also manages the City owned telephone switch with 1,632 stations, 328 mobile phones, all departmental pagers, a call accounting system and a call processing and voic system. Citywide implementation of geographic information systems, imaging systems, Internet services and office automation including word processing, spreadsheet, desktop publishing, electronic mail and databases on microcomputer local and wide area networks is an ongoing responsibility. Software support and hardware repair activities are managed by a customer service helpdesk. Comprehensive microcomputer training programs are provided through course instruction, workshops and educational toolkits. The Information Systems Division also manages the City's Intranet and Internet systems, which facilitates the electronic delivery of government services and allows Santa Monica residents to communicate with the City 24 hours a day.

13 223 INFORMATION SYSTEMS 01 GENERAL FUND PERSONNEL (FULLTIME EQUIVALENTS) PERMANENT POSITIONS Chief Information Officer Software Systems Officer Software & Support Services Officer Systems & Network Officer Systems Analyst Systems Analyst Permitting Systems GIS Program Coordinator Internet Systems Coordinator Support Services Coordinator Telecommunications Analyst GIS Analyst Internet Applications Analyst Database Administrator Software Systems Analyst HR/Pay Senior Administrative Analyst Information Systems Senior Administrative Analyst Systems Administrator Network Engineer Network Administrator Technical Services Specialist Telecommunications Technician Senior Computer Support Specialist Computer Support Specialist Technical Staff Assistant II Staff Assistant III Subtotal OVERTIME TEMPORARY Subtotal Total Division

14 223 INFORMATION SYSTEMS 01 GENERAL FUND PERFORMANCE MEASURES Estimated OUTPUT: Technical Services Computer System Help Line Trouble Calls 12,859 8,976 8,500 8,300 Telecommunications Help Line Trouble Calls 1,337 1,096 1,242 1,300 Computer Equipment Installations 635 1,068 1,150 1,500 Telecommunication System Installations Systems Development Number of New GIS Customers Running N/A Arcview Number of New Maps (Coverages) Produced With the GIS Number of Software Systems Service N/A N/A N/A 250 and Enhancement Requests New Software Systems Installed Web Services Number of Electronic Requests for 3,065,679 4,594,657 5,919,833 10,574,172 Government Information Number of Government Services Requested 9,161 14,243 16,776 20,000 through the Internet (Includes Online Filing of Petty Theft Reports, Graffiti Removal Requests, and Renewal of Business Licenses) Number of New Internet Services Developed (Includes Online Permit Applications and Permit Processing Status, and Other Service Transactions) Number of Intranet Requests for N/A N/A N/A 1,048,716 Government Information Number of New Intranet Services N/A N/A N/A 10 Developed Training New Training Courses Developed Training Classes Conducted Number of Students Attending Classes Training Lab Sessions Conducted 100 N/A N/A N/A

15 223 INFORMATION SYSTEMS 01 GENERAL FUND PERFORMANCE MEASURES (continued) Estimated EFFECTIVENESS: Technical Services Availability of Computer Systems During 75% 96% 96% 97% Regular Business Hours Availability of Network and 97% 97% 98% 98% Telecommunications Systems During Business Hours Computer Equipment Installations Completed 91% 76% 88% 90% Within Five Days of Scheduled Install Date Telecommunications Installations Completed 71% 46% 80% 80% Within Five Days of Scheduled Install Date Computer Systems Help Line Trouble Calls 80% 81% 81% 80% Resolved Within One Business Day Telecommunications Systems Help Line 63% 66% 76% 80% Trouble Calls Completed Within One Business Day Availability of Services During N/A N/A N/A 98% Business Hours Availability of Critical Software Application N/A N/A N/A 98% Systems Services During Business Hours Availability of File and Print Services N/A N/A N/A 98% During Business Hours

16 207 CABLE TELEVISION ADMINISTRATION 51 CABLE COMMUNICATIONS FUND DIVISION DESCRIPTION The Cable Television Administration Division has six major areas of responsibility: 1) operation, production, programming and promotion of the municipal access channel, CityTV; 2) representation of residents to resolve cable company service complaints; 3) consultation and/or video production for inhouse video needs of City departments or agencies; 4) research and development support to the City for future municipal/public users of cable; 5) franchise review and enforcement; and 6) cable rate regulation. CityTV is on the air 5,840 hours per year, from 8 a.m. to 12 midnight daily on cable Channel 16, and is an important source of information about the community. PERSONNEL (FULLTIME EQUIVALENTS) PERMANENT POSITIONS Cable TV Manager Video Training/Production Coordinator Video Production Coordinator II Cable TV Programming Specialist Staff Assistant III Subtotal OVERTIME TEMPORARY * Subtotal Total Division *The 0.3 FTE position in FY is associated with election programming and is a oneyear position. B16

17 207 CABLE TELEVISION ADMINISTRATION 51 CABLE COMMUNICATIONS FUND PERFORMANCE MEASURES Estimated OUTPUT: Number of Hours of Live Public Meeting Coverage and Other Live Programming Public Meetings Covered Public Service Announcements (PSA's), Including Acquired PSA's and Character Generated Messages Programs Obtained from Outside Sources Locally Produced Programs Number of People Completing Video Production Training Programs for Camera Persons, Editors, Truck, Lighting and/or Audio Number of Weekly Program Schedules or Program Information Releases Sent to Press for Publication Cable Complaints Investigated and Referred EFFICIENCY: Percent of Locally Produced Programs Using 82% 64% 80% 80% Volunteers for Production Percent of Locally Produced Programs Meeting 96% 86% 90% 90% Established Deadline for Completion Percent of Locally Produced Programs 93% 100% 90% 90% Initiated that are Completed B17

18 207 CABLE TELEVISION ADMINISTRATION 51 CABLE COMMUNICATIONS FUND PERFORMANCE MEASURES (continued) Estimated EFFECTIVENESS: Percent of Cable Complaints Responded to by 97% 50% 90% 80% Cable Company Within 48 Hours Percent of Cable Complaints Resolved on First 92% 89% 85% 80% Referral to Cable Company Percent of Locally Produced Programs that are 90% 100% 80% 80% Santa Monica Based B18

19 206 RISK MANAGEMENT 59 WORKERS' COMPENSATION FUND DIVISION DESCRIPTION The Risk Management Division protects the City's assets and service capabilities against the financial consequences of accidental loss. The Division is responsible for providing advice and support to City Departments in hazard identification and mitigation activities as it relates to the areas of liability, occupational health and safety, and property loss risks. Appropriate loss prevention and reduction strategies are employed to reduce the potential frequency and severity of accidents and exposure to losses. Claims filed by both the public (liability) and employees (workers' compensation) are investigated and adjusted by Division staff. The Division is responsible for all budgeting and selection of appropriate risk financing techniques for the City's insured and selffunded property and casualty insurance programs. All insurance requirements for outside contractors and service providers are established by the Division. Division staff is actively engaged in monitoring accident rates and costs of these programs and coordinates the City's entire risk management effort. The Risk Management Division is budgeted in the Workers' Compensation SelfInsurance Fund with a portion of the costs reimbursed to that Fund from the Comprehensive, Bus and Automobile Self Insurance Funds. PERSONNEL (FULLTIME EQUIVALENTS) PERMANENT POSITIONS Risk Manager Loss Control Officer Workers' Compensation Administrator Workers' Compensation Officer Liability Claims Supervisor Liability Claims Adjuster Workers' Compensation Claims Examiner Worker's Compensation Claims Assistant Staff Assistant IV Staff Assistant III Staff Assistant II Subtotal OVERTIME TEMPORARY Subtotal Total Division B19

20 206 RISK MANAGEMENT 59 WORKERS' COMPENSATION FUND PERFORMANCE MEASURES Estimated OUTPUT: Risk Control Number of Formal Inspections, Studies, N/A N/A Tests Conducted Number of Departmental W/C and Liability Accident Review Meetings Held Number of Employee Safety Training 3,750 4,150 3,200 3,500 Class Hours EFFECTIVENESS: Comparison of Lost Time Injuries 12 Lost Time Injuries per 100 Employees 9 6 Baseline Year 89/90 = /94 94/95 95/96 96/97 97/98 98/99 99/00 00/01 01/02 * 02/03 ** Fiscal Year * Estimated ** FY lost time injuries per 100 FTE were 28.9 percent lower than the FY baseline year. FY is used as the baseline since it is the first year the City began to track these statistics. Over the past ten years, the City's lost time injury rates have been consistently lower than the baseline. Using FY cost per claim data, the reduced rates may be translated into approximately $4.55 million in cost avoidance over ten years or an average of $455,000 on an annual basis. This is primarily attributable to early returntowork and safety training programs on a Citywide basis. B20

21 206 RISK MANAGEMENT 59 WORKERS' COMPENSATION FUND PERFORMANCE MEASURES (continued) $6.00 Workers' Compensation Expenditures Per $100 of Payroll $5.50 $5.00 $ $4.00 $3.50 $ /99 99/00 00/01 01/02 Projected 02/03 ed Reflects actual expenditures from Workers' Compensation SelfInsurance Fund per $100 payroll by fiscal year. Cost increases have resulted from state mandated benefit increases and changes in administrative regulations. 10% 8% Risk Management Expenditures as a Percentage of Total Operating 6% 4% 2% 3.5% 3.9% 3.7% 4.0% 0% 99/00 00/01 01/02 Projected 02/03 ed Reflects actual expenditures (three year rolling average) of liability, property, and workers' compensation insured and self funded costs including administration expenses. B21

22 206 RISK MANAGEMENT 59 WORKERS' COMPENSATION FUND PERFORMANCE MEASURES (continued) Workers' Compensation Average Administrative Cost per Claim $1,671 $1,555 $1,567 $1,381 $1,204 $1,114 99/00 00/01 01/02 Projected 02/03 ed SelfAdministered Third Party/s Third Party/Projected Reflects trend comparison of administrative cost for claim handling of contract administration v. selfadministration. Full implementation of selfadministration started 7/ Estimated EFFICIENCY: Risk Control Percent of Risk Assessments Evaluated N/A N/A 90% 90% and Responded to Within 5 Working Days of Knowledge Workers' Compensation Avoidance of SelfImposed Penalties N/A N/A N/A 95% New Claim SetUps Compliance Within 5 Days of Notice to this Office N/A N/A N/A 100% Customer Service Surveys Employees Return of Positive Results N/A N/A N/A 75% B22